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Member - 100 posts
Hi Victoria,
sounds to me like you've just got to take the time to do it by the book -it takes as long as it takes. Was in a similar position myself and it took a long time to dismiss the worker. However, we were sorry to have to do so because he was pleasant and helpful - just couldn't do his job. If the person in this case is rude and obstructive then it is actually easier - keep a written record of all the incidents that you are concerned about and have written evidence with dates and times. Why was this person taken on in the first place? Have you talked about the recruitment process? Obviously some errors there - has s/he lied on their application? If so it's easier to dismiss. Have you offered support and training - it may help. There WAS a government scheme to provide workplace training - probably gone now.
Member - 163 posts
Jeanette, are you being forced to retire by your company at 60? if this is the case, I would suggest you approach your Union or the EHRC immediately for legal advice and assistance. Age and Gender discrimination are the two grounds that spring most readily to mind. Good luck with this one!
Member - 32 posts
Thanks Nigel - for all the good comments you have made - I will not be around to agree or disagree - but your did help me make desisions - but they not longer want me! Too old, too inteligant. At sicty as a woman we have given too much. So hope you all don't work to long - enjoy your retirement. If you are allowed!! x x
Member - 1549 posts
Why the suprise there then ? As Phil enquires a very much process dependent situation and if not supported or back engineered to find out why performing poorly at the time it sounds like it could have been peer driven in the first place!
Performance anxiety will often be founded in approval deprivation and were it not a question of psycho-social influences on this employee who may decide to go down the constructive dismissal route in due course I would have used the standard warning approach having first looked at their capacity / compitences and what support they may have needed to perform better before dismissing.
Member - 287 posts
Any more details Victoria?
What length of service? What process did you use to demote him? What evaluation of the situation have you done (such as have you met with those that refuse to work with him to discuss the problem)?
Member - 3 posts
Please help
Member - 3 posts
Having demoted this employee for poor performance, it seems his attitude is no better and no colleagues are refusing to work with him. This situation is becoming untenable. Can we dismiss? What the risks? How do we mitigate against these as we have no real options of following a formal performance
management approach as it could take months.